>>Announcer: Live from Las Vegas, Nevada. It’s theCUBE. Covering IBM World of Watson 2016. Brought to you by IBM. Now, here are your hosts, John
Furrier and Dave Vellante.>>Welcome back everyone. We are here live at the Mandalay Bay, at the IBM World of Watson. This is SiliconANGLE’s
CUBE, our flagship program. We go out to the events and extract the signal from the noise. I’m John Furrier with my
cohost, Dave Vellante. For the two days of wall to wall coverage. Our next guest is Michelle Peluso, who is the chief
marketing officer for IBM. New to the company, fairly new.>>Yes, yes.
>>Within the past year. Welcome to theCUBE.
>>Past month.>>Past month.
(everyone laughs) I think you check all these new hires. A lot new blood coming inside here. But this is a theme we heard from Staples.
>>Michelle: Yeah.>>To be agile, to be fast. You’re new, what’s your impressions and what’s your mandate for the brand. IBM,strong brand but–
>>Yes, yeah.>>John: What’s the future look like?>>Well look, I’m thrilled to be here. I’m thrilled to be here because
this is an extraordinary company that makes real
difference in the world. In that, you feel it here
at the World of Watson. That sort of every day ways
that Watson and IBM touches consumers, touches end users,
makes their health better. Allows them to have greater experiences. So that’s incredible to be
part of an iconic company. Having said that, and
exactly to your point, it’s a time of acceleration
and change for everyone. And IBM is not immune to that. And so, my mandate here and my remit here, in coming in, and being a
huge fan of what IBM has, and say how do we sharpen our messaging. Almost feels like a challenger brand. How do we think about what
Watson can do for people, what the cloud can do, what
our services business can do. And how is that distinctive
and differentiated from everybody else out there. And I think we have an incredible amount of assets to play with. That’s
got to be through the line. It’s no longer the case
that we can have a message on TV and that attracts the world.>>John: Yes.>>The digital experiences
they’re having every single day, when they clicking through on an ad, when they’re chatting with somebody, when they’re calling our call center, when they have a sales interaction. It’s that differentiated messaging and that brand resonating
all the way through. Second, marketing has become
much more of a science. And that to me is super exciting. I’ve been a CEO most of my career and the notion that marketing
has to drive revenue, that marketing has to drive retention and loyalty and expansion. We can come to the table
with much more science in terms of what things
are most effective. And making sure that more clients love us more deeply for longer.>>I got to ask you the question, we had many conversations with Kevin, he was just here, we met.
>>Michelle: Yeah.>>He was on last year. Bob Lord, the new Chief
Digital Officer was on. We talked to your customers. Kind of the proof point in today’s market is about transparency.
>>Michelle: Yeah.>>And if you’re not a digital company, how could you expect
customers to work with you.>>Michelle: Of course, of course.>>John: So this has
been a big theme for IBM. You guys are hyperfocused
on being a digital company.>>Yes, yes.>>And how does that affect the brand? The brand contract with the users. What’s your thought on that?>>Well, first of all, Bob Lord’s awesome. We’ve known each other for 10 years. So it’s so wonderful to
be working with him again. And Dave Kenny as well. I think at the end of the day, consumers have experiences and think of every business
user as a consumer. And they’re having
experiences all the time, their expectations are
being shaped by the fact that they can go on Amazon
and get Prime delivery. Their expectations are being shaped by, they can go on Netflix and get personalized recommendations
for them, or Spotify. And our job of course, we have some of the greatest
technical minds in the world, is to make sure that
every experience lines up with the highest of their expectations. And so much of that is digital. And my passion, my background, is entirely in the digital space. I was CEO Travelocity
and then CEO of Gilt. Chief Marketing and Digital
Officer at Citigroup. So the notion that the world’s
greatest digital experiences is something I am very passionate about.>>You mentioned, Michelle, so big TV ads, and you think of the smarter planet, which was so effective.
>>Michelle: Yeah.>>But it was this big TV campaign, what’s the strategy
that you’re envisioning, is it sort of digital bread crumbs, maybe you can talk
about that a little bit.>>Yeah. Think of Watson. It’s a perfect place to think
about the Watson branding. What does Watson really mean? Whatson is, Ginni said this so well, of course cognitive and cloud. But at the end of the day, it’s about helping people
make better decisions. And so, you can do some
advertising with Watson and Bob Dylan and Watson and
the young girl with Serena. And you can get that messaging high but you’ve got to bring
it all the way through. So that’s why something
like this is so powerful. To see Woodside up there or Ali. Or all these companies,
talking about, Staples, how they are using Watson
embedded in in their processes, their tools, to make their
end users experiences better. And how nobody else
could do this for them, the way Watson is doing it.
>>Man: Yup.>>That’s taking a brand on
high and advertising message on high and delivering
value for businesses, for patients, for consumers,
all the way through. That’s what we have to do.>>I got to ask you about
that advertising trends, Also we all see ad blockers on the news, digital is completely different
new infrastructure dynamic what social what not. Bob and I were talking
last night about too. You know banner ads are all out there, impression base.
(Michelle laughs)>>And then coded URLs to a landing page, email marketing, not
going away anytime soon, but it’s changing rapidly.
>>Michelle: Sure.>>Where you have now new channels.>>Michelle: Yeah.
>>What’s your thought, cuz this is now a new
kind of ROI equation. Is there any thought on
how you look at that? And is it going to integrate
into the top level campaigns? How are you looking at the new digital, the cutting edge digital stuff.>>I have huge amounts
of thought on this topic.>>Dave: I’m glad.
>>John: We do too.>>Incredibly passionate about this topic. If you think back 15, 20 years ago, there was always something
called market mix modeling, which helped advertisers and marketers to understand the effectiveness
of their TV campaign. Frankly, not too dissimilar from Nielsen. There was art and science at best in it. And then all of a sudden,
the digital world evolved. And you could get at a tactical level, very, very clear about attribution and whether you drove something. (Michelle clears her throat) The challenge for us now is
much more sophisticated models that are multi-touch attribution. Because the reality is, an average consumer doesn’t do one thing, or have one interaction with a brand. They’re going to see a TV
show and watch a commercial. While they’re watching that commercial, that business user or that
end consumer is on their iPad or on their phone, they’re
seeing a digital ad. The next day at work,
they’re being re-targeted because they were at some company. They search for something,
they see a search campaign. Our job is to connect those dots and understand what really
moved that consumer, that business user to take an action. There are many sophisticated
multi-touch attribution models. Where you model a
standard set of behaviors and you test correlations against a bunch of different behaviors. So you understand of what I did, of all the money I spent,
what really drove impact. And by cohort, I think that’s the other, there’s no more, in the sense
of aggregated everything. You really have to break it out,>>Man: Yeah.
>>by add-in space, by cohort to see what moves the needle.>>And improve that experience. Which has been mixed.
>>Michelle: Of course.>>You gave the example the
other day of the Hilton.>>John: Re-targeted hall.>>You already know the hotel was full.>>Sure.>>So obviously Watson
plays a role in that.>>Absolutely.
>>Data plays a role in that.>>It’s all about the data. It’s all about, you know, I think Watson can be an
extraordinary helpful. So if you think about
the tools a marketer has, they’re becoming more and
more sophisticated in. Re-targeting with something
on our 10 years ago, whenever it was introduced, that helped all of us a little
bit in getting that message. But it is only as good as APIs behind it. And that the experience behind it. When I was at Gilt, I was CEO of Gilt, we would put over a thousand
products on sale everyday that would be sold-out by the next day. Sales down, 24 hour flash sale. We had to get really,
really good at knowing how to re-target because
last thing you want is to re-target something that’s sold-out or gone the next day.>>I understand the use
of that was in and out. They’re coming back.
>>Michelle: Of course.>>And understand that cohort.>>But that’s where, to me
Watson is very exciting. And you probably saw this
in some of the demos, of where Watson can help marketers. Where Watson can really
understand what are the drivers of behavior and what is likely to drive the highest propensity action.>>Why were so successful at Gilt? And how are the challenges different here? Is it relatively more narrow community or I’m not familiar with.>>I did this at Citigroup too. So I was Global Chief
Marketing and Digital Officer at Citigroup. And tremendous budget
and a lot of transaction you have to drive everyday. A lot of people even open credit card and bank accounts around the world. I think the relentless focus on marketing being art
and science and science. That passion for analytics,
passion for measurement, having been a CEO, that
passion for being able to say, this is what we’re doing and
this is what we’re driving.>>You’ve been kind of a
data geek in your career.>>Michelle: Yes.>>You mentioned financial services, you have to measure everything. Back to the ad question,
the old saying used to be, I’m wasting half my advertising, I just don’t know which half.>>Michelle: Yeah.>>Which half advertising is wasted. But now, for the first time
in the history of business, in the modern era,
>>Yeah.>>John: You can measure
everything online.>>That’s right, that’s right.>>So does that change
your view in the prism of how you look at the business cuz you mentioned mutli-touch.>>Michelle: Yeah.>>Does that change the
accountability for the suppliers? I mean, ad agencies
doing the big campaign.>>Michelle: Of course.
>>Oh it’s working, trust me.>>I think it changes
the game for all of us. There’s no destination, this is everyday you can get better at optimizing your budget. And I would a first to tell you, as much of sort of an
engineering and data geek as I’ve always been, and take pride in. The reality is, there is art even in
those attribution models. What lookback windows
you choose, et cetera. You’re making decisions as a company. But once you make those decisions, you could start arraying
all of your campaigns and saying what really moved the needle. What was most effective? That’s not an indictment, that’s a whatever can you
do differently tomorrow. The best marketers are always optimizing. They’re always figuring out at what point in the funnel can we get better tomorrow.>>I want to ask you about talent. Cuz that’s one of the
things we always talk about.>>Michelle: Yeah.>>Also want to get your thoughts on women in technology scheme. We were just at Grace Hopper last week and we started a fellowship
called the Tech Truth. And we’re doing this, real passion area for us.
>>Yeah. We have a site up,
cubefrequencyfive.net/womenintech. All women interviews. We’re really trying to, get the world out.
>>Michelle: Umhmm. But this is now a big issue
because it’s not STEM anymore, it’s STEAM, art is in there.>>Yeah, yeah.>>And we’re also talking
the virtual reality, augmented reality user experiences now potentially coming into
the immersion experience.>>Yeah.>>And there’s not enough artists.>>Yeah.>>So you start to see a
combination of new discipline talents that are needed
in the professions. As well as the role of
women in technology.>>Yeah.>>Your thoughts on that because
you’ve been very successful. What’s your view on that,
what’s your thoughts.>>First of all, thank you
for what you’re doing, right. It takes a lot of people up there, saying that this is important
to make a difference. So most of all, thank you.>>Man’s voice: Thank you.>>You know I think,
this is obviously a place I’ve been passionate about forever. I remember being CEO and being pregnant that becoming this huge
issue in news story. You’re trying to juggle it right.>>John: Oh god.>>How can a woman CEO be
pregnant. So this is something–>>Oh god again, tragedy. I mean come on, it’s so funny. People are ridiculous.>>But it was kind of a first at the time so it took attention.>>Dave: Wow.
>>John: Pioneer.>>But I think the point is that the advantages the company has when there are great women in engineering and great
women in data science and great women in user experience and design are just palpable. They’re palpable in a
variety of ways, right. One, the team things differently,
the team is more creative, the team is more open to new ideas. The output for the
customers are better, right. I just saw a Snapchat today,
just announced that in 2013, 70% of their users were women. So all the early adopters were women.>>John: Yeah.>>Now it’s balanced but
the early crowd were women. So we have got to figure out how to break some of those divides. I’m incredibly encouraged though. While we have a long way to go, the numbers would suggest that, we’re having the
conversation more and more. Women are starting to see other women like them that they want to be like.>>It’s a global
narrative, which is, again, why we’re putting some
journalists on there. And funding it as just a fellowship because it’s a global story.
>>Michelle: Yes, yeah.>>And the power of women.
>>Michelle: Yeah.>>There are real coders and
this real talent coming in. And the big theme that came
out of that, was is that, 50% of the consumers,
>>Michelle: Yeah.>>of products are women, so therefore,>>Michelle: And they’re early adopters.>>they should have some women features>>Imagine that.>>and related some vibe, not just a male software driven concept.>>Michelle: Yeah.>>And should too, when
a powerful individual, male individual like Satya steps in it. [Michelle] Yeah.>>And understands, what the mistake,>>Michelle: Yeah.
>>And someone like Benny–>>You were referring to his speech two years ago at the Grace Hopper.>>Where he said that you should just,>>Michelle: Yeah.>>it’s bad karma, don’t speak up.>>Michelle: Yup, yup.>>And we’re like no way.
>>Fight harder.>>It didn’t go down so well.>>And Benny off this year,
saying, opening up transparency. He got some heat for that talk.>>Yeah.>>As you probably know.
>>Yeah, yes I do. In my opinion it’s a positive step when an individual like is powerful and opening transparency
within their company.>>John: Yeah.
>>Michelle: Yeah.>>That’s a step in the right direction.>>I think a lot of it
is that great networking. I host a, I’ve been doing
this for years and years with a good friend of
mine, Susan Lyne from AOL. We host a quarterly
breakfast for women in tech. Every quarter in New York City. And we’ve been doing it for a long time. It’s amazing when those
women come together. The conversations we have, the discussions we have
about how to help each other and how to support each other. And so that’s a real passion of mine too.>>We were in Boston a few weeks ago for the data science summit. Which Bob Picciano was hosting. And one of the folks was hosting
the data diva’s breakfast. We were a couple of data
dudes who walked in. It was interesting. The perspective is 25% of the women, or the chief data officers were women.>>Michelle: Umhmm. Which was an interesting
discussion as well.>>Michelle: That’s great.>>Well, I was one of one thousand men and 15 thousand women around me, there’s no line for men’s room. (everyone laughs) The women’s line was like, you don’t usually see that, check out, but it’s certainly changing. I want to get back to the mentoring thing. Because one of the things,
>>Yeah.>>We’re also passionate about is, you’ve been a pioneer.
>>Yeah. Now, there’s now an onboarding
of new talent, new personas, new professions are being developed because we’re seeing a
new type of developer. We’re seeing new types of, I would say, artists becoming either CG. So there’s new tech
careers that weren’t around and a lot of the new jobs that
are going to be coming online, haven’t even been invented yet.>>Michelle: Right.>>So you see cognition and what cognitive is enabling is a new
application of skills.>>Michelle: Yup.>>Get your thoughts on that
because this is an onboarding opportunity so this could
change the number percentage of women and diversity.>>That’s a good question, yeah. When you think about, it’s
clear your notion of STEAM, your notion of STEM, that is
a male and female phenomenon. That is what this country needs. It’s what this world
needs more of, and so, there’s a policy in education, obligation that all of us
have to the next generation to say, let’s make sure
we’re doing right by them in terms of education
and job opportunities. When you think about
onboarding, I mean to me, the biggest thing about onboarding is, the world is so much more
interconnected than it used to be. If you’re a marketer, it’s not just art or
science, you have to do both. It’s that right brain,
left brain connectivity. And I think 10, 20 years ago, you could grow up in a discipline that was functional and maybe siloed. Maybe you were great at left
brain or great at right brain. And the world demands so much more. It’s a faster pace, it’s accelerated pace, and the interconnect is critical. At IBM, one of things we’re doing is, we’re putting together
these diamond teams. I think it’s really going
to help lead the industry. Diamond teams are when you have, on every small agile marketing team, an analytics head, a
product marketing head, a portfolio marketing head,
a designer, a social expert. These small pods that work on campaigns. Gone are the days that you could say, designer designs it, product
comes out with the concept, then it goes to a design team, then it goes to a production team, then it goes to an analytics team. We’re forcing this issue by
putting these teams together and saying, you work together every day. You’ll get a good sense
of where the specialty is and how you learn how to make
your own discipline better because you’ve got the analytics
person sitting next to you.>>I want to ask you
question about media buying and media planning, advertising. And we’re seeing this new real-time web,>>Michelle: Yeah.>>world, mobile world go out. The old days of plan media buys,>>Michelle: Yeah, yeah.
>>place the advertisement. Was a pacing item for execution.>>Michelle: Sure. Yup.>>Now, you mentioned
in the Gilt, flash sale. So now you’re seeing new–
>>Michelle: Every day.>>Flash opportunities to
glob on to an opportunity. Could be engagement.
>>Michelle: Yeah.>>And create a campaign on the fly.>>Yeah, so–>>Is that a vision of you guys, I mean, does it change the cadence of how you guys do the execution.>>Of course, of course. And that’s one of the reasons we’re moving to this diamond team and agile. I think agile will ultimately be impactful to marketing as it was to
engineering and development. And so I think, of course, that has to start with great modeling and great attributions. You have to know where
things are performing. So that you can iterate all the time. I mean, I believe in a world where you don’t have marketing budgets. I know that sounds insane. But I believe in a world
where you set target ranges of what you think you’re going to spend at the beginning of the year. And every week, like an accordion, you’re optimizing spend
based on being effectiveness.>>Male voice: Shipping
code, shipping marketing.>>Exactly.>>Male Voice: You’re operating like code.>>So much of marketing is just episodic. You boom and then it dies.
>>Michelle: Yes. It booms and like, gone to the next one. And you’re talking about
something that splits,>>John: Agile marketing, I love that.>>And the persona, is to
your point is much more fluid. You got millennial just
creating their own vocations.>>Yes. And this is where I think consumer companies have lead the path. You think about lot
about B and D companies, we’ve had this aggregated CIO type buyer, and now we’ve got to give
them more sophisticated about. What does the developer want? What’s important to the developer? The messaging, the tools, the capabilities, the user experience. What about the marketer, what about the person
in financial services. And so both industry and
professional discipline, our sophistication is growing.>>You have the tool with Watson. You don’t have to guess what they want. You can actually just ask them.>>Yeah well, it’s a huge advantage.>>You can actually observe. The observation space is now addressable.>>Right.>>So now you pull that in and say, they’re interested in this,
>>What are they looking at. What are they reading. What are they doing here when
they’re at World of Watson.>>And that’s super important. Even the stereotype of
the persona is changing. You’ve been saying all
week that the developers increasingly becoming business oriented.>>Michelle: Of course.>>They don’t want to go
back to get their MBA. But they want to learn
about CAPEX versus OPEX.>>Michelle: Sure.
And that’s relevant to them. They’re fast learners.
>>They’re revolutionaries. The best of them are revolutionaries. To be revolutionary,
you have to understand the impact, right. And they want to ship code,
they want to change the world. Every engineering team
I’ve ever worked with, and I’ve only worked with, I mean I’ve been as
close to engineering as, from day one of the internet,
or early on in the internet. Great engineers are revolutionaries, they want to change the world. And to change the world, they want to have a broader
and broader understanding of what levers are at their disposal. And I will say that I, and one of the reasons I came to IBM is, I am passionate about this point. Technology cannot be in the
hands of a few companies on the west coast who
are trying to control and dominate the experience. Technology has to exist for all those amazing developers
everywhere in the world. Who will make a difference to
end users in the long term.>>This is IBM strategy, you actually had a big
presence on the west coast. Also in Germany. So you guys are going to
where the action centers are. But not trying just be Silicon Valley.>>No, but my point is what, exactly. Because my point is, IBM
has always been there for making businesses stronger and better. We don’t monetize their
data, that’s not our thing. Our thing is to use our cloud, our cognitive capabilities in Watson to make actual businesses better. So that ultimately, consumers have better health
care and better results.>>I know you’re new on the job. This is not a trick question,
just more a conversational as you talk Bob Lord, Bob Picciano, Ginni.>>Michelle: Yeah.>>What’s the promise of the brand? It used to be back in the days, when Bob and I was talking about, when I worked for IBM in
the 80s, coop student. And it was, you’ll never
get fired for buying IBM. It’s an old mainframe kind of concept. But it’s evolved. And obviously
we see a smarter plan. What’s the brand promise now? What do you guys talk about.
>>I put that on to Ted. I think the greatest
innovators of the world, the most passionate
business leaders of tomorrow come to IBM to make the world better. And I believe this is a brand for the forward-lookers, the risk takers, the makers. I think that you come to IBM because there’s extraordinary
assets and industry knowledge. Real humans, real relationships and that. We exist to make your business better. Our business will be a byproduct. We exist to make your business better. That is always been where
IBM has been strong.>>You know it’s interesting,
brings up a good point. We were just riffing on that. Dave and I were just
observing at the Grace Hopper with our Tech Truth fellowship. Which is promoting the intersection of technology and social justice. You’re seeing that mission of technology, business value and social justice, as an integral part of strategies. Because now the consumer access, the consumerization of business.>>Michelle: Yeah, yeah. Software base —
>>Well, millennials.>>is now part of that feedback. If you’re not doing good.
>>Millennials demand it. Millennials now, if you
look at the research, and the next generation have millennials, are very, very, they want to know what are
you doing for the world? Who can do a 60 minute show besides IBM? Who could be on 60
Minutes, changing cancer. Changing cancer outcome
for people besides IBM. That is an extraordinary
testament to what the brand is and how it comes to life every day. And that’s important for millennials.>>We had Mary Glacklin on yesterday. She is so impressive. We were talking about how, these ozone layers getting smaller.>>Michelle: Yeah.>>These are problems that can be solved.>>They have to be solved.>>Climate change can be solved. The whole getting the data,
>>Michelle: Yup.>>she ran the company so
she’s got visible view on that. It’s interesting. Her point is, if we know what the problems are, we as a community, global society, could actually solve them.>>Completely. The more we make this apolitical, and we say here is a problem,
and we have the data, and we have the tools,
and we have the people and capabilities to solve it. That is where IBM stands tallest.>>I think with Watson,
you’ve focused on some big hairy problems
>>Michelle: Yeah.>>to start with.>>And now you’re knocking off some, some of the, may more mundane, obviously to a marketer or whomever.>>Isn’t it incredible
that a company can start with the hardest, most
complicated problems the world has and actually
make a difference.>>My final question. I
asked Mary this yesterday. And she kind of talked about, if she could have the
magic Watson algorithm, to do something magical
for her, what would it be. And she said, send Watson to the archives of all the weather data,
going back to World War II, just compile it all and bring
it back for addressability. So the question is, if you could have a
magic Watson algorithm, for your chief marketing officer job, what would you assign it to do. What would it be its first task.>>First of all, my
initial reaction of course, I’m a mom of 6 year olds and 8 year old and so I want Watson to optimize my time. (everyone laughs)>>John: Do drop offs too.
>>Exactly, exactly. That’s my problem.
>>Exactly.>>Spend 30 seconds less
brushing your teeth, it’s going to be okay. Spend 30 seconds more with the kids. No, but as a chief marketing officer, I think it really goes back
to getting Watson’s help in understanding how
we use a dollar better. How we use a dollar smarter. How we affect more customers and connect. Connect with more customers
in the way we communicate, the way we engage, the way
we put our programs out. That would be extraordinary.
And that’s possible. That’s becoming more and more possible. Bringing science into
the art of marketing, I think will have great
impact on what we’re doing. And also just the world. No one wants to have, be re-targeted 10 times for
something that’s sold out.>>Well, do we have some more
time because I’ve got some more couple of questions since
we’re not getting the hook yet. I got to ask you, so you
mentioned Travelocity. You’ve been through the web one dot oh.
>>Michelle: Yes.>>two dot oh.
>>Michelle: Yeah, yeah.>>So URLs and managing URLs
>>Michelle: Umhmm.>>was a great tracking mechanism. From the old impressions weren’t working,>>Michelle: Yeah.
>>go to call to action. Gets that look right there.
(everyone laughs)>>But now, that world has
become critical infrastructure for managing technology
>>Yeah. since you’re kind of
geeking out with us here, what’s your view of the API economy. Cuz now,
>>Michelle: Sure.>>apps don’t use URL,
>>Michelle: Yeah. they use tokens, they use APIs,
>>Michelle: Sure. they use push notification based stuff. How does API change the
marketing opportunities.>>Changes both, right. Clearly changes the
engineering environnment. And sort of opens up the
world of possibilities in terms of who you partner
with and how, et cetera. And I think it changes
the marketing world too. Entirely, right. You think about the API
economy and the access you have to new ways of doing business,
new potential partnerships, new ways of understanding data. That is absolutely at the
fore of a lot of our thinking.>>It might change the
agency relationships too if they got to be more technical.>>Michelle: Yeah.
>>In working with you guys.>>I think agencies are changing as much as fast as companies are. And they have to. They are an extension, they are your best. You should be able to
look in a room of agency and your team and not know who is who. When you can tell who is
who, you have a problem. And so agencies themselves have to become way more scientific, harder
hitting, faster pace, and outcome oriented. Some agencies now are saying, you know what, pay me on outcomes. I love that. I love that mode, to say, we’re in the boat with
you, pay me on outcomes.>>And the big SIs are right there too.>>Michelle: Absolutely.>>Michelle Peluso, new Chief
Marketing Officer at IBM, changing the game, bringing
some great mojo to IBM. They’re lucky to have you.>>Thank you very much guys. [John] Great conversation.
>>A pleasure.>>John: Thanks for coming on theCUBE.>>Thank you.>>Live at Mandalay Bay, this
is SiliconANGLE’s theCUBE. I’m John Furrier with Dave Vellante. Be right back with more
after this short break.